Think Tank VI: “Corporate Social Responsibility for
Sustainable Tourism”
University of Girona, Spain 2006
“Stakeholder Involvement, Culture and Accountability in the Blackstone
Valley: A Work in Progress”
Authors: Robert Billington, Ed. D., Veronica Cadoppi, MBA, and
Natalie Carter
Institution: Sustainable Tourism Planning and Development
Laboratory - Blackstone Valley Tourism Council, Inc.
Introduction: N/A
Methods: Case study research
Findings: Following its historical rise and fall, America’s
first industrialized polluted landscape garnered federal and local
support to remedy its near destruction. Today, the Blackstone Valley is
a pragmatic example of translating theory into practice.
The Blackstone Valley Tourism Council, since its inception in 1985,
has applied determined leadership, innovation and commitment to its
mission and innovative sustainable tourism principles in its work. This
dedication to its destination, aligned with principles from the World
Tourism Organization (2004), United Nations Environmental Programme &
World Tourism Organization (2005), and National Geographic Society
(2006), has led the way for the Blackstone Valley to become a
sustainable tourism destination.
The Tourism Council has worked to preserve and enhance the Valley’s
environment, respect the socio-cultural authenticity of the local
communities, and provide economic growth to all stakeholders. Social
responsibility from all sectors of the community have lead the Valley to
find its direction, follow its vision and share it with others along the
way (Billington & Manheim, 2002).
The Blackstone Valley Tourism Council continues to fulfill the vision
of sustainable tourism through the Sustainable Tourism Planning and
Development Laboratory. The Laboratory’s purpose is to share the Tourism
Council’s experience in developing planned sustainable tourism with
local, regional, state, provincial and worldwide tourism leaders, and
community stakeholders seeking to develop viable and successful
destinations.
Application of results: (1) Best practices to be refined or
replicated, and (2) Participation in the Sustainable Planning and
Development Tourism Laboratory
Conclusions: From America’s first industrialized and polluted
landscape evolves the Sustainable Tourism Planning and Development
Laboratory, a transformative learning initiative that prepares and
encourages key decision makers and shapers to effectively design a
sustainable vision for their respective communities. One of the
essential outcomes of the Laboratory experience is the creation of a
Tourism Development Plan to guide its sustainable tourism efforts.
Through the laboratory and other essential outreach projects, the
Blackstone Valley Tourism Council continues to serve as a catalyst for
sustainable tourism supported by community and corporate collective
consciousness.
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INTRODUCTION
“The Blackstone River, that runs through the heart of the Valley has
carried enormous waves of prosperity, hope and the dreams of
generations. It has also seen disappointment and despair as its waters
carried away the textile industry to other shores. But today, that has
all changed thanks to the marvelous restoration and reclamation
projects” (J. Reed, US Senator, personal communication, April, 12,
2006).
The Blackstone River Valley is located in New England, the northeast
corner of the United States. It is the home of over 500,000 people
living in twenty-four cities and towns throughout 454 square miles of
land in the watershed of the Blackstone River. It is the first
industrialized river valley in the North American continent. It's where
the American Industrial Revolution was launched and a
business-manufacturing model expanded to transform the United States
into an industrial world power. Millions of immigrants came to the
Valley in search of the American dream. Yet, after 150 years of
immigration, economic growth and success, the Blackstone Valley
experienced a brutal economic and social downturn bringing high
unemployment, empty factories and homes, a decline in resident's morale,
and a heavily polluted river. In 1982 the unemployment rate was at a
high of 14%.
From the organization of people with a dream and need to survive,
emerged leadership, corporate social responsibility, and a vision of
tourism development as an instrument to regenerate the Blackstone Valley
communities by working to become a destination of interest to visitors.
This innovative approach led to a drop in unemployment, an improved
quality-of-life, and return of pride-of-place. Thoughts of sustainable
economic change arose. Billington (1999) noted that “a Valley-wide
systematic regeneration” (p. 74) surfaced in the 1980’s looking for what
the Valley once had had: a robust economy and strong community values.
Assisting with the turnaround, the US Congress recognized the national
significance of the Blackstone Valley by establishing the Blackstone
River Valley National Heritage Corridor Commission (BRVNHCC) in 1986.
This commission was designed to support, protect and celebrate the
Birthplace of the American Industrial Revolution. The emerging
Blackstone Valley as a visitor destination needed the national
imprimatur to help tell its significant story to the world. Likewise,
President Clinton declared the Blackstone River an American Heritage
River in 1998. The story of the Blackstone Valley is one of dynamic
change. After almost 40 years of significant economic, environmental,
socio-cultural and historical degradation, thoughtful tourism
development and a new approach to corporate social responsibility
emerged in the Blackstone Valley to transform this once proud, then
desecrated landscape, into an interesting place to live, work and visit.
Today the Blackstone Valley is a viable destination and a role model in
sustainable tourism management (Blackstone River Valley National
Heritage Corridor, 2006; Billington & Manheim, 2002; Billington, 1999).
Here is its story, and how leadership, commitment and social
awareness, in collaboration with city, state, and federal governments
and thoughtful corporations, have been working to transform the
Blackstone River Valley into a laboratory where successful sustainable
tourism practices are implemented and shared, and can be modeled to
shape destinations around the world.
HISTORICAL BACKGROUND
The Blackstone River Valley takes a fundamental place in the history
of the United States because it is where the American Industrial
Revolution started, changing its landscape and transforming life in this
nation. The 46-mile long Blackstone River flows north to south, from
Worcester, Massachusetts to the top of Narragansett Bay, in Pawtucket,
Rhode Island. The importance of the Blackstone River arises in its power
and energy produced by the 438 feet drop in elevation and its naturally
winding path. Only the Niagara River drops faster on the North American
continent, making the Blackstone a naturally powerful river for
industrialists to harness their water-powered machinery. The Blackstone
Valley attracted over 1,000 textile factories and resulted in the
construction of dams, water power structures, canals, locks, and
complete villages including commercial and social centers (Blackstone
River Valley National Heritage Corridor, 2006).
Providence, capital of the State of Rhode Island, is located a few
miles south of Pawtucket, where the first successful cotton-spinning
mill in America was constructed. In the late 18th century, Providence
businessmen expanded their China Trade shipping endeavors, which had a
key role in the industrialization of the Blackstone Valley.
For thousands of years the pristine waters of the Blackstone River
were home for several species of fish, such as Atlantic salmon, shad,
and alewives, coming north up the Narragansett Bay from the Atlantic
Ocean. The Nipmuck, Wampanoag and Narragansett Indians migrated along
the banks of the Blackstone River. Likewise, European settlers arrived
to the Blackstone Valley in 1635, building farms and villages along the
Blackstone River and using its waters for fishing, drinking and basic
gristmills.
This small village scenery was altered in 1790, when Samuel Slater,
an English immigrant brought to the Valley his experience as an
apprentice in an English cotton-spinning mill. At that time, most of
this new country worked in agriculture, and textile goods were produced
in the home, so Slater’s knowledge of waterpower and mechanized spinning
became an opportunity for him to develop the textile industry and to
make his fortune. Slater was able to reproduce the British cotton
spinning, roving and carding machines he had used as an apprentice in
Belper, England, thereby giving birth to the America's Industrial
Revolution; and with it the sense of corporate social responsibility.
Simultaneously, Eli Whitney invented the cotton gin, eliminating the
time-consuming dilemma of handpicking seeds out of cotton. This event,
in conjunction with Slater’s system of labor and manufacturing being
used throughout the nation, generated interest in the cotton industry
from the South. Consequently, this initiated the explosion of the
textile industry and economic independence in the United States.
In 1792, Slater constructed the first dam across the Blackstone River
to manage its flow and to power the waterwheels for the factory that was
to become the first successful water powered cotton-spinning mill in
America a year later. Samuel Slater developed what was later known as
the Rhode Island System of manufacturing: constructing complex and
complete villages for families coming to work in the textile mills built
along the Blackstone River. Corporate social responsibility, as
understood at that time, created a way of living never seen before in
America. Families lived in houses built by the mill owners, attended
corporate built churches, made purchases at corporate-owned stores, and
sent children to school on Sunday to keep them occupied on their one day
off. Private enterprises were growing as vehicles for economic
development. The more factories that were built, the more families came
to America to work. This pattern of development in the Blackstone Valley
sustained itself well through the 1940’s. This rapid expansion and
consumptive style of development eventually paved the way for economic
disinvestments and depression.
While encouraging economic growth, the textile industry had severe
damaging impacts on the environment of the Blackstone River. Beginning
with the construction of Slater's mill, private businesses built
forty-five dams in the Blackstone River to power their mills over the
next 150 years. As they searched for financial growth, they disregarded
the sustainability of the region and the health of the River. This could
be viewed as corporate irresponsibility, however more than likely, no
one was conscious of the negative impact these acts had on the
Blackstone River. The emerging age of American industrialization
attracted workers from all over the world. This movement expanded from
Rhode Island to New England and later to the rest of the United States,
changing its agricultural economy to an imposing industrial economy. In
the 1860’s, the need for American men to fight in the of the Civil War
encouraged the textile industry further creating more opportunities for
employment in the mills in the Blackstone Valley.
In the 1930’s inexpensive, reliable electrical power and low-cost
unorganized labor encouraged factories to abandon the Blackstone Valley
and move south, as they sought more efficient ways to manufacture their
products. The exodus continued through the 1940's and to some extent
continues today. This mass departure left empty deteriorating mills, a
polluted landscape and discouraged communities. The Blackstone Valley
was confronted with increasing unemployment and demoralized residents
that had a distinct lack of respect for their river. By the 1950’s, the
Valley had lost its morale, its identity and its vision (Blackstone
River Valley National Heritage Corridor, 2006; Billington & Manheim,
2002).
The rationale behind business, as traditionally understood, does not
support the commitment of corporate enterprises to broadly accepted
social and environmental objectives (Henderson, 2005). This
self-centered corporate behavior was one of the main contributors to the
deterioration of the Blackstone River Valley. In order to achieve
sustainable development, which implied not only reaching to the economic
dimension, but also to the socio-cultural and environmental aspects,
there was an imperative need for corporations to voluntarily be
responsible for all stakeholders involved in their operations
(customers, employees, and investors), and to focus on improving the
quality of life of local residents and visitors (Dodds & Joppe, 2005;
Rodwell, 2006; Fraser, 2005; Henderson; 2005). Likewise, the World
Tourism Organization (2001) considered that all stakeholders in tourism
development, including the public and private sectors, have mutually
dependent duties in the individual and community growth of tourism.
Regenerating the Valley required businesses to redefine their role and
mission, as well as their ways of operating.
REVITALIZATION AND SUSTAINABILITY
The Blackstone Valley was tired, abused and depleted. It needed a way
out of high unemployment, abandoned mills, and a deteriorating quality
of life. No promotional roadmap, developed by either the state of
Massachusetts or Rhode Island, included the Blackstone Valley as a
destination. Public policy makers were indifferent to the difficulties
the Valley was enduring. In response, leadership and corporate social
responsibility were a priority subsequently emerging from within the
ailing community.
In the 1970’s, signs of sustainable development began to emerge.
Project ZAP, a locally based community initiative, turned out 10,000
residents, as well as corporate and government leaders to begin the
clean up of the Blackstone River. In addition, other state and federal
environmental initiatives such as Earth Day, the creation of the US
Environmental Protection Agency, and the establishment of the US Clean
Water Act emerged, to begin the regenerative work to clean up the
Blackstone River. The state of Rhode Island was asked to analyze the
creation of a linear park along the river’s banks in the 1980’s. Because
the Blackstone River flowed through Massachusetts and Rhode Island, this
project required bi-state collaboration: Rhode Island and Massachusetts
would have to jointly clean up the river and subsequently consider
developing public recreational land along the banks of the Blackstone
River to insure its restoration for future generations. In view of this,
and in recognition of the historical significance of the area as the
“Birthplace of the Industrial Revolution”, Congress established the
Blackstone River Valley National Heritage Corridor as a unit of the
National Park Service to manage the cultural, historical and natural
resources of the Blackstone River Valley in 1986. According to Rypkema
(2006), economic development can be shaped in many ways, such as
industrial employment, job security and waterfront development. Yet,
historic preservation and downtown revitalization are the only two ways
to achieve economic and community development concurrently. Therefore,
the Blackstone Valley by implementing this course of action is being
preserved to tell its story to the world.
As the Valley embraced 24 communities in over 400,000 acres of land,
where 500,000 residents lived and work, the United States needed an
efficient way to manage and interpret this challenging landscape. They
applied a new type of historic and land preservation management system
for the United States called a National Heritage Corridor. Through this
mechanism, the National Park Service would work collaboratively with
both states and their communities but it would not own or manage land or
buildings. Therefore, redevelopment and restoration projects would have
to be undertaken by state, city or private entities, with the National
Park Service providing coordination, technical assistance, financial
support and national distinction to the region.
The vital characteristic of the new Act provides that a top-down
management framework from the federal government is prohibited. Instead,
the Act is based on two principles: leadership from above and leadership
from below. This principle has today more strength than ever (Blackstone
River Valley National Heritage Corridor, 2006; Billington & Manheim,
2002).
This federal legislative Act was important to give local leaders of
the Blackstone Valley a way to assist in preservation and protection of
the lands along the banks of the river and to obtain resources to
encourage economic development, while maintaining and enhancing the
character of the Valley: its environment, culture, aesthetics, heritage,
and the well-being of its residents. These are the principles later
defined by the National Geographic Society and the United Nations World
Tourism Organization (National Geographic Society, 2006; World Tourism
Organization, 2004). This was a new form of legislation in the United
States; it assisted two states and 24 cities and towns to work together
with a common planning mechanism, with technical support, and financial
assistance from the National Park Service.
The US Department of Interior appointed a nineteen-person Commission
to supervise and direct this partnership. The Commission’s
responsibilities are to (1) operate within the community; (2) improve
the quality of the river; (3) preserve the history of the Valley; (4)
support the diverse cultures and traditions; (5) develop interpretative
programs about the Valley and; (6) integrate and encourage quality
economic development. Regeneration was based on the community needing to
work together and corporations recognizing and managing their social
responsibility (Blackstone River Valley National Heritage Corridor,
2006; Billington & Manheim, 2002; Schultz, 2001).
PLACE MAKING: A COMPREHENSIVE TOURISM DEVELOPMENT STRATEGY
A wide strategy to plan, develop and promote tourism in the
Blackstone Valley began with the incorporation of the not-for-profit
organization, the Blackstone Valley Tourism Council, and the development
of a business plan for tourism improvements in nine of the Valley
communities located in Rhode Island. Despite many skeptics, the Council
initiated an innovative tourism development vision in the industrialized
Blackstone Valley in 1985. In support to this vision, the state of Rhode
Island designated the Blackstone Valley Tourism Council as the regional
tourism development agency for the Northern Rhode Island Tourism
District. The Council was responsible for tourism development in the
cities of Pawtucket, Central Falls and Woonsocket and the towns of
Cumberland, Lincoln, Smithfield, North Smithfield, Glocester and
Burrillville. Much to the surprise of many private businesses and public
officials, tourism development in the Valley began to display results
and signs of interest from visitors. Comprehensive planning continued a
year later, in 1986, with the creation of the Blackstone River Valley
National Heritage Corridor Commission to achieve the macro objectives
the US Congress defined that same year. These goals embraced education,
land-management planning, historic and heritage preservation,
environmental protection, and respect for the socio-cultural
authenticity of the local communities (Billington, 2004).
Even though tourism was a emerging in the Valley, the National
Heritage Corridor modeled the strategies of sustainable tourism
development created and applied by the Tourism Council as a way to
efficiently accomplish the objectives defined in its master plan. This
is, to reinvigorate the Valley’s purpose, identity and direction.
The first step towards transforming the Valley was to create a framework
to encourage and promote socially responsible practices among
corporations, consumers and communities. The Blackstone River Valley
Heritage Corridor Commission had to encourage residents and businesses
to act responsibly and to prioritize a long-term return on investment
instead of short-term economic benefits, which could support harmful and
wasteful land use. Building a sense of social responsibility among
residents was essential in order to regenerate the Valley. The community
had to understand that the Blackstone River could be reborn. America’s
first polluted river had to be cleaned up so that residents could be
proud of it. Since the 1970’s with the original river Project ZAP, each
year state and national initiatives have been successful in the cleanup
of the Blackstone River. At least one hundred thousand automobile tires
have been removed from the river and estimates indicate that it will
take ten more years to clean up the river to a moderate level for
swimming and fishing. Community leaders have attracted hundreds of
residents to work on Blackstone River cleanup projects each year and
cleanup efforts continue to take place today (Blackstone River Valley
National Heritage Corridor, 2006; Billington & Manheim, 2002;
Billington, 2004).
In 1992, the Blackstone Valley Tourism Council created the Regional
Comprehensive Tourism Development Plan for Rhode Island’s Blackstone
Valley, which was consistent with other state-mandated plans for
economic development, low-income housing, heritage preservation and
industrial development in the Blackstone Valley. This plan promoted
synchronized Valley-wide economic development, while preserving its
important industrial heritage, factory-rich landscapes, socio-cultural
diversity, and enhancing a highly degraded environment (Billington,
2004). In respect to tourism planning, Patrick Kennedy, US Congressman,
stated, “the Blackstone Valley Tourism Council has worked to inspire
private and public investment, and renewed sense of pride in the
Blackstone Valley” (personal communication, April 16, 2006). The plan
pointed the direction for public and private sectors to take creative
actions and to advocate Valley tourism strategists to “think regionally
and act locally” (Blackstone Valley Tourism Council, 1992, p. 7).
David Stein, Principal Partner of RE: Investments, Inc, Redevelops
Historic Real Estate noted that the Council built and now maintains
widespread support for its vision from every constituent and stakeholder
of the community including residents, regulators, politicians, the
National Park Service, environmental organizations, colleges and
universities, as well as the business community (personal communication,
May 1, 2006). This strategy was also the basis for tourism planning in
the Massachusetts section of the Blackstone Valley and ultimately, it
became the foundation for the development of a joint tourism strategic
plan and program, which has been in place since 2000. This type of
comprehensive long-term planning was key in the task of educating and
engaging the private sector in making the Blackstone Valley a viable
sustainable visitor destination (Billington & Manheim, 2002; Blackstone
Valley Tourism Council, 1992). “The Blackstone Valley Tourism Council
plays a key role in promoting the Blackstone River Valley National
Heritage Corridor” (L. Chafee, US Senator, personal communication, April
28, 2006).
Further, according to David Stein, Principal Partner of RE:
Investments, Inc, Redevelops Historic Real Estate, over the past seven
years his business has been engaged in diverse projects in the
Blackstone Valley. He noted that the real estate firm was first drawn to
the Blackstone Valley because of its rich history and abundance of
magnificently crafted mill buildings poised for adaptive reuse. “We
stayed to work in the Blackstone Valley largely because of the
Blackstone Valley Tourism Council. The Council is first among
organizations, in both the public and private sectors, dedicated to
strengthening Valley communities and to fostering economic growth. I
attribute my company's success directly to the extraordinary work and
accomplishments of the Blackstone Valley Tourism Council” (personal
communication, May 1, 2006).
As a result of such exhaustive planning, in just two decades of
existence the Blackstone Valley Tourism Council has overseen the
emergence of the region as a significant destination for both heritage
and nature-based tourism. David DePetrillo, Director Rhode Island
Division of Tourism and immediate past Chair of the US Council of State
Travel Directors stated, “The Blackstone Valley region of Rhode Island
is probably one of the best examples in the country of a destination
that built its tourism promotion and product development program from
practically a zero base. The numerous innovative new products it has
developed, like its popular riverboat cruises and themed train rides,
have helped to solidify the tourism industry as a critical part of the
region’s economic base (personal communication, May 1, 2006).
NEW INVESTMENTS AND NEW WAYS OF THINKING
The US Federal Government has assisted the Blackstone River Valley
National Heritage Corridor Commission with approximately $1,000,000 each
year to help the Valley develop its programs. The National Heritage
Corridor expends these funds in programs to clean the river, increase
tourism, construct museums, interpret the national story, and develop a
river access system. The place-making actions of the Tourism Council and
the National Heritage Corridor have attracted over $500,000,000 in
private investment to the Blackstone River Valley since 1986, which
assists the overall regeneration plan. Stein affirmed, “as the Council
began to breath new life into the Valley, walkers, joggers and
bicyclists returned followed by developers, new residents, businesses
and tourists from all over the world” (personal communication, May 1,
2006). Additionally, artists and small business owners started to find
the Blackstone Valley an appealing place to settle (Billington, 2004;
Billington & Manheim, 2002).
Creativity, leadership, engagement and collaboration at all levels of
the community have helped the Blackstone Valley. Today, four
full-service Visitor Centers are open along the Blackstone River Valley
National Heritage Corridor with another under construction. Samuel
Slater’s Mill has been preserved and is the centerpiece for Pawtucket
riverfront and downtown Main Street development. Today, Slater Mill
operates as a museum offering working exhibits and living history
presentations. National Park Rangers traverse the Valley to tell the
story of the Birthplace of America’s Industrial Revolution. There are
now at least 21 species of fish living in the Blackstone River where in
the 1970’s there were only two species.
The Blackstone Canal, constructed alongside the river in 1828, has
recently been placed on the US National Register of Historic Places and
is now a destination for education, public recreation and passive
enjoyment. Many of the Blackstone’s working mills and mill villages are
being restored and converted into housing or sophisticated office and
retail space.
In 1997, the city of Woonsocket led the effort to preserve their
history and cultures of the Blackstone Valley by developing the Museum
of Work and Culture, to give tribute to the immigrant groups and the
work they performed to shape the lifestyle of the Blackstone Valley. The
Irish-American band Pendragon hosts regular performances in a renovated
theater they created in a former Masonic Temple.
The cities of Pawtucket and Providence have developed special arts
districts. A bicycle path that extends the length of Blackstone River is
being constructed. Today, many cultural attractions and events draw
thousands of visitors to the Blackstone Valley.
Since 1993, the Blackstone Valley Tourism Council has carried nearly
300,000 people on its riverboat Blackstone Valley Explorer. In 1999, the
Council launched two 50-passenger riverboats to bring public to the
Blackstone Valley using the riverway as an alternative to the Interstate
highway system. In 2000, a British-built canal boat, The Samuel Slater,
was imported to operate river tours and serve as Rhode Island’s first
floating bed and breakfast. A third riverboat, the Spirit of the
Blackstone Valley, is also used to cruise sections of the Blackstone and
Providence rivers.
Events like the Rhode Island Chinese Dragon Boat Race and Taiwan Day
Festival collaborate with city and state governments, private
developers, local residents, the Chinese American Church, China
Airlines, the Taipei Office of Culture and Economic Development of
Boston, the Taiwan Visitor Association and the Taiwan, Republic of
China, to develop an impressive riverfront event with international
entertainment. Herb Weiss, Pawtucket, Rhode Island’s Economic and
Cultural Affairs Officer, noted, “The Blackstone Valley Tourism Council
works closely with the City of Pawtucket to plan and develop tourism in
our community. Through their efforts, Pawtucket has become a destination
for tens of thousands of people” (personal communication, April 29,
2006).
In 2005, a first-time event highlighted the historic, artistic,
cultural and environmental attributes of the Blackstone River Valley by
providing a weekend to celebrate the Preserve America designations. The
Blackstone Valley Footsteps in History Preserve America Program was the
largest and most inclusive, arts, environmental, heritage and cultural
event in the National Heritage Corridor’s history, encompassing the 24
communities at 150 venues throughout the Valley. This event took place
through the collaborative effort of the Blackstone Valley Tourism
Council, the Blackstone Valley Chamber of Commerce, the Massachusetts
Historical Commission, the Blackstone River Valley National Heritage
Corridor Commission, the Rhode Island Historical Preservation & Heritage
Commission, the National Trust for Historic Preservation and several
prominent corporations. In March 2006, the Blackstone River Tourism
Council was present to receive a $120,000 federal grant from First Lady
Laura Bush to continue and expand the Blackstone Valley Footsteps in
History event through 2006 and 2007.
Elderhostel, study groups, as well as communities throughout the
world have used the Blackstone Valley as a classroom. The Tourism
Council currently offers ten Elderhostel programs annually, which take
place over weekend and weeklong periods. These are built to create an
educational setting for groups seeking to learn and experience the
Valley first-hand.
Today, several regional educational institutions, such as Johnson &
Wales University, Holy Cross College, Clark University, Brown
University, and University of Rhode Island include the Blackstone Valley
as part of their curriculum (Billington & Manheim, 2002). Likewise, the
business community works closely with the Tourism Council in several
ways to develop the Blackstone as a destination. John Gregory, President
of the Northern Rhode Island Chamber of Commerce notes that because of
the pride instilled by the Blackstone Valley Tourism Council in the fact
that it is are a destination area, many in the business community have
stepped up to contribute. “In some cases it has been financial support
to help historic landmarks like Slater Mill. In other cases it’s
encouraging employees to volunteer for everything from community
clean-up days to volunteering for the National Park Service. The Chamber
is fortunate to have a partner like the Tourism Council. We have worked
with them on traditional projects as well as less traditional projects
like the Blackstone Valley Flood Forum in early 2006. The Tourism
Council and the Chamber reacted to the concerns of the community after
the flood in October 2005 and the forum was one of the results of that
shared pride in the Valley” (personal communication, April 29, 2006).
These positive changes led corporations to reflect on the need to be
responsible for all community stakeholders. Several Blackstone Valley
investors and corporations are making decisions on their future plans
using social and ethical principles and realizing they could be even
more profitable by being sensitive to the preservation, the social and
the environmental goals of the community. According to Stein “having
reached the end of its useful life as a source of water power and as a
repository for industrial and domestic waste, the Blackstone River was
depleted of life and left unfit to attract new life. Into this
environment steps the Blackstone Valley Tourism Council. It started with
the basics - a vision of a renewed, richly revitalized river valley. It
was a vision of a region where people are drawn to live, work, recreate
and otherwise celebrate the natural and made-made wonders. It was a
vision of a river once again fishable, swimmable and functioning as a
lure for boaters. To match the industrial starkness of the Valley with
its post-industrial vision, the Tourism Council set about the daunting
task to lead this catalytic change pixel by pixel” (personal
communication, May 1, 2006).
According to Fraser (2005), Rodwell (2006) and Dodds & Joppe (2005),
the definition of corporate social responsibility and sustainable
tourism share similar principles and elements, in that both concentrate
on identifying and engaging stakeholders and assuring forethought of how
their actions impact others. While corporate social responsibility
refers to companies’ simultaneous obligation to all of its stakeholders
and the search for sustainable development, sustainable tourism
development requires optimal use of environmental resources, respect for
the socio-cultural authenticity of host communities, and economic
benefits to all stakeholders (World Tourism Organization, 2004). In
addition, there are increasing overall societal and environmental
concerns, which increase the demand for more sustainable destinations
and travel preferences. This trend is increasing the pressure for
destination management policies and corporate responsibility. Businesses
impact lives, finances, health, and safety of their employees,
consumers, suppliers and investors, therefore corporations are
challenged to be successful while at the same time be aware of the world
where they operate (Henderson, 2005). Similarly, Ritchie and Crouch
(2003) affirmed that tourism activities and new business development
contributes to destination growth and competitiveness in several ways,
such as, competition, cooperation, specialization, innovation,
facilitation, investment, development, etc.
“The Valley has come back to life, with new generations living along
its banks and a river that is cleaner and more usable everyday. It is
certainly a destination and hopefully becoming one of growing
international recognition” (J. Reed, US Senator, personal communication,
April 12, 2006).
A selection of the private investments that have taken place in the
Valley include the following:
-
$4 million to renovate the American
Heritage River Building, Pawtucket, 1999.
-
$4 million to transform the Green &
Daniels Mills into condominiums and offices, Pawtucket.
-
$30 million to build the Pawtucket
Riverfront Lofts, condominiums and office space, Pawtucket.
-
$40 million to transform a former
textile mill into a housing complex adjacent to the Blackstone Bike
Path and River, Cumberland.
-
$1 million to develop the former
Narragansett Knitting Mills as a housing complex, Woonsocket.
-
$200 million to transform the former
Ocean State Steel Company into housing, offices and retail space, East
Providence.
-
$45 million to build riverfront
condominiums, Sutton, MA.
-
$25 million to develop three river
projects, North Smithfield (in early stages).
-
$16 million to construct a Hotel on
the Pawtucket River, currently under construction.
-
$2 million to develop Central Falls
Landing, pending.
Private investment in the Blackstone Valley is now dwarfing the
federal investment, which initially led the public regeneration
investment (Billington, 2004; Billington & Manheim, 2002).
While the Blackstone Valley Tourism Council considers heritage
development, social improvement, infrastructure development, education
improvements, cultural sharing and economic development all equally
important bottom lines and essential for a destination to develop and
maintain genuine competitiveness, economic impacts of tourism are always
of most interest to practitioners (Ritchie & Crouch, 2003). According to
a recent preliminary study for the calendar year 2004, performed by the
Research Department of the Travel Industry Association of America, 12%
of the visitation to the Blackstone River Valley National Heritage
Corridor is for business purposes, 48% of visitors stayed overnight and
$474.4 million was spent on transportation, lodging, food, entertainment
and recreation, and incidentals. This activity generated 6,400 jobs,
$124.6 million in wages and salary income and $39.6 million in tax
revenue (Travel Industry Association of America, 2006). The Tourism
Council’s work is recognized statewide. The Honorable D. Carcieri, Rhode
Island Governor, recently acknowledged, “since its beginning, the
Tourism Council has worked to develop, promote and expand the economic
and community development base of the cities and towns in Rhode Island’s
Blackstone Valley” (personal communication, April 21, 2006).
BLACKSTONE VALLEY TOURISM PLANNING AND DEVELOPMENT LABORATORY
There is a growing need in communities around the world to design
thoughtful tourism planning and development strategies. The concept of
effective tourism planning in a community eludes many of today's
destination management organizations. The Blackstone Valley Tourism
Council, in the interest of being socially responsible, is interested in
sharing its practices with the world, by with creating the Sustainable
Tourism Planning and Development Laboratory in the Blackstone River
Valley.
Tourism may impact a community negatively or positively. To minimize
the negative effects, it must be developed considering many interests,
including stakeholder participation and thoughtful policy. The
Laboratory will prepare current and future leaders with the knowledge
and skills necessary to build and shape a successful sustainable tourism
destination.
The Laboratory’s purpose is to introduce the concept of planned
sustainable tourism to local, regional, state, provincial and worldwide
tourism organization leaders and their stakeholders.
The Laboratory is an experiential community-based learning
opportunity that offers tailor-made solutions to communities seeking to
shape a tourism development program with internationally practiced
tourism planning strategies. Each Laboratory experience is presented
over a five-day period and is designed to empower stakeholders in
leading enlightened community development.
With 20 years’ experience in sustainable tourism planning and
development in the Birthplace of America’s Industrial Revolution, the
Blackstone Valley Tourism Council collegially shares its expertise. Led
by highly skilled practitioners with extensive experience in the private
and public sectors, this program provides a transformative learning
experience that prepares and encourages key decision makers and shapers
to contribute effectively to their communities. It is important that
businesses evolve along the continuum towards the “sustainable vision”
and managers and stakeholders are able to develop strategies to
facilitate this progression (Wade, 1999). Peter Conway, Vice President
of Conway Tours/Grayline highlighted the public and private
collaboration dynamic existing in the Valley, stating, “The Blackstone
Valley Tourism Council has demonstrated how important it is for
non-profit tourism agencies to work with corporations and the business
community at large to achieve their goals. To augment its limited
budget, the Blackstone Valley Tourism Council has reached out to
companies such as Conway Tours/Gray Line of Rhode Island to build
partnerships in order to further develop and enhance tourism in the
Blackstone Valley and beyond” (personal communication, April 28, 2006).
The Tourism Council has worked on four continents, exchanging ideas
and forming relationships that have nourished economic development and
considers international leadership vital for the Laboratory’s success.
Current staff members of the Tourism Laboratory come from the United
States, Argentina, Australia, Rwanda, Canada, and Colombia.
One of the essential outcomes of the Laboratory experience is the
creation of a Tourism Development Plan to guide the participating
community’s sustainable tourism efforts. Participating communities will
receive a Comprehensive Tourism Development Plan, which they work to
create while and subsequent to attending the Laboratory. The Plan will
be delivered to the community 60 days after completion of the Laboratory
sessions and will be a blueprint for the community's tourism future.
While community participants are encouraged to attend the Tourism
Laboratory in the Blackstone Valley, to observe and experience a
regenerating tourism destination, a team from the Tourism Laboratory
will travel to the corresponding community if this is not possible.
The presentation for the Tourism Laboratory experience is flexible.
It can be held at any time during the year, based on the needs of the
interested community. To best maximize the experience, the Tourism
Laboratory encourages a group of three to eight people from the
community to attend. The balance of tourism planning theory and
practical application provides decision makers with knowledge and
expertise to achieve sustainable and demonstrable results in their
communities.
Since the Tourism Laboratory is uniquely tailored to meet the needs
of the participating communities, participants are asked to submit
in-depth information about their community two months prior to the
commencement of the Laboratory experience. Only one community at a time
will participate in the Laboratory. Moreover, the fees for the
Laboratory include tuition, accommodations, meals, and transportation
within the Laboratory setting. All travel expenses for the Laboratory
are responsibility of the participants and/or their respective
administrations.
A typical day at the Laboratory will begin with a classroom
discussion led by a Subject Matter Expert and will be followed by
field-learning experiences to balance tourism planning theory and
practical application. Depending on the topics to be addressed, typical
afternoons at the Laboratory will reiterate the structure of the morning
session. At the end of each day, the group will have the opportunity to
debrief at a dinner meeting, and discuss ideas and lessons learned. This
shared collegiality with the experts provides civic leaders with the
necessary knowledge and expertise to achieve sustainable and
demonstrable results in their communities.
The Laboratory is accessible via Amtrak Railroad, by Greyhound Bus,
Logan International Airport Boston, MA (BOS), and TF Green Airport
Providence, RI (PVD). Instructional materials are mined from the World
Tourism Organization, the Business Enterprises for Sustainable Tourism
Education Network, National Geographic Center for Sustainable
Destinations, and other recognized best-practice tourism planning and
development organizations.
CONCLUSION
This paper examines the impact of education, leadership, involvement
and social and corporate awareness upon the regeneration of the
communities in the Blackstone Valley. Sustainable tourism planning and
development has created positive change in the Valley over several
decades. Partnerships among the private and public sectors, historic
preservation, landscape enhancements, and education have stopped the
economic “free-fall” and created awareness “to endure that the
Blackstone Valley is not just a place to live but a place worth living”
(Billington & Manheim, 2002, p.358). Through the Blackstone Valley’s
efforts, business constituencies have begun to recognize the importance
of being responsible to the society where they operate, beyond their
traditional functions of encouraging wealth and profit (Billington,
2004).
The Blackstone Valley has applied World Tourism Organization (2004)
and United Nations Environmental Programme & World Tourism Organization
(2005) principles to move to a sustainable visitor destination. The
Valley has preserved its environment, respected the socio-cultural
authenticity of the local communities, and provided economic growth to
all stakeholders. Leadership, creativity, collaboration, commitment and
social accountability from all sectors of the community have lead the
Valley to find its direction, follow its vision and share it with others
along the way (Billington & Manheim, 2002).
The Sustainable Planning and Development Tourism Laboratory is the
next challenge for the Blackstone Valley Tourism Council in its
dedication to lead social responsibility to the larger community.
According to the Society of American Travel Writers (1995), the
Blackstone Valley is the “Phoenix rising”. The Tourism Council accepts
that commendation with the eagerness to share their success.